The Effect of Knowledge Management on Sustainable Competitive Advantage Amongst Charitable Organizations in Kenya-Case of CARE International in Kenya (CIK)

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dc.contributor.advisorObere, E.
dc.contributor.advisorNzulwa, R. D.
dc.contributor.authorAbebe, Jack Onyisi
dc.date.accessioned2014-07-16T09:28:20Z
dc.date.available2014-07-16T09:28:20Z
dc.date.issued2014-07-16
dc.descriptionDepartment of Business Administration, 154p. 2012en_US
dc.description.abstractThe purpose of this study was to present the effect of Knowledge Management on Sustainable Competitive Advantage using Knowledge Management enablers. A substantial part of the study was dedicated to providing a detailed analysis of Employee empowerment, Information Technology Systems, Organizational Culture, Top Management Leadership Commitment and Organizational Strategy and their influence on Sustainable Competitive Advantage. A framework synthesized from a review of the literature was offered. Although each of these were viewed as critical to the success of the entire process when examined individually, they were considered most influential when viewed as forming a comprehensive gestalt for effectively managing knowledge. A case study of CARE International in Kenya (CIK) was carried out. The objectives of study were; to find out how employee empowerment influences SCA in CIK, to assess how information technology systems affect SCA in CIK, to find out how organizational culture affects SCA in CIK, to assess the effect of management leadership commitment on SCA in CIK and to examine the effect of organizational strategy on SCA in CIK. The study population was all the employees in CARE International in Kenya. The study was a descriptive case study. Both the primary and secondary data were collected using triangulation: structured questionnaires, interviews, participant observation and document analysis. The questionnaires were administered by the researcher through a drop and collect method to ensure high response rates. Firstly information was gathered through questionnaires and interviews, then from funding proposals and report backs were covered, which was e supplemented by information about KM in place at the time. Purposive and random sampling techniques were used to sample 259 employees from a population of 579 employees comprising 82 senior staff and 497 junior staff respectively. Statistical tools such as cross-tabulation and correlation were used to analyze the data. The study used graphs and pie charts to represent r- information and facts. From the study, there is substantial evidence to show that KM has a strong positive correlation with SCA. Descriptive statistics and reliability analysis were presented to provide further insight. The following significant results were found: a strong and significant positive linear relationship between KM and SeA (IT, employee empowerment, organizational culture, organizational strategy, management leadership commitment). The variables under study, which are KM variables, produced strong positive correlation with competitive Advantage, an indicator that a full adoption by elK would significantly enhance their competitive advantage against other NGOs. Developing KM is a long-term journey. It needs time and effort to establish an effective and standardized KM programme. For elK, we observe that there are existing and potential KM obstacles and constraints, which are retarded by the restricted resources and financial supports. Those pressures impede the development and advancement of KM. However, KM is vital to the NGO sector, if the problems of limited resources have not yet been resolved, the growth of KM will be at a standstill and these organizations will not be competitive in the sector. Finally, recommendations were offered under the five key KM enablers for consideration. The five key enablers were used because SeA is usually influenced mostly by them. This, in itself, is a key idea as using these themes in the initial planning stages of KM will substantially reduce the issues that could otherwise arise. The recommendations offered are practical ideas, drawn from experience, and intended for practitioners working with NGOs but are also based on the theory . behind the KM concept and are just as relevant for consideration by KM and development theorists alike.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/10425
dc.language.isoenen_US
dc.titleThe Effect of Knowledge Management on Sustainable Competitive Advantage Amongst Charitable Organizations in Kenya-Case of CARE International in Kenya (CIK)en_US
dc.typeThesisen_US
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